Post on 25-Dec-2015
People, Potential and Performance (PPP)
The PPP framework is designed to draw on, manage and develop our human resources. The intention is to promote and implement a strong alignment between individual potential and performance and organizational aims.
• Build and maintain world-class performance through engaging all staff in strategy and values
• Recruit, support and develop world-class staff• Enhance leadership and management capacity
Implementation through a 4 phase process (probation, sabbatical, promotion, reward and recognition, performance appraisal and review workload models, leadership development
Science Academic Sabbatical
Review Panel
Members:- Professor Alice Vrielink (Chair)- Professor David Badcock (Deputy Chair)- Associate Professor Peter Hammond- Dr Pauline Grierson - Dr Sarah Prout- Mrs Christine Richardson (Executive Officer)- Ms Michelle Bailey (Admin Support)
Sabbatical
Meeting – 23rd July (11.00 – 1.00 pm)
How to find the top 20% Journal List
Log into Socrates
1) In the menu bar select tools
Select Journal list
2) You can then filter by WOS subject category, or FoR codes
Top 20% journals are highlighted in green.
3) You can export the journal list to Excel
4) You can also see which WOS indices include the journal
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• These performance metrics are minimum expectations and it is likely that higher expectations may need to be set at PDA for some staff
• The heterogeneity of disciplines means that these minimum expectations may be moderated through the Science Executive to recognize differences in research expectations or learning outcomes between disciplines
• Science Executive has also been working on a definition of a ‘standard teaching expectation’ for staff. Needed if to get some equity around what constitutes an 80:20 (R:T) expectation
• details available in the PPP documentation • “a member of staff with a 20% teaching expectation is expected to
take responsibility for the delivery of the equivalent of 0.5 of an undergraduate unit with a unit enrolment of at least 135 students and should also make contribution to postgraduate coursework teaching”
• May need to be moderated later pending development of UWA-wide workload model
Notes
Social and Human Sciences
In recognition of the differences in research publication patterns in economics which have a poor correlation between the top 20% journals and the most respected journals in economics and where the assessment of the ERA for economics relies on peer review of the best 30% of our articles, the Head of School will moderate this requirement in a way that encourages quality in publication.
Performance Standards: Professional Staff
Performance will be developed around two key elements of the role:
• The key responsibilities of the position, its outcomes and key performance indicators;
• A set of leadership capabilities and behaviours applicable to the classification of the position
Level 8No decisions as yet, for discussion only
DVCE
• Centre for Education Futures • Futures Observatory Project –
refurbishment of Hackett Hall• Carpe Diem Learning Design –
unit redesign
• Black Swan – Moodle to Blackboard
• IT Operating Model – a new business model for IT
• IT Architecture Design – a roadmap for our systems
• Syllabus Plus – system upgrade, better timetabling
• Coursework Scholarships - future staffing realignment
• Admissions Acceleration Pilot – delegated authority for admissions
Sustainable Futures
DVCCE
• Marketing, Admissions and International Recruitment – staffing restructure to better align these activities
• Future Students Digital Project – engagement with prospective students post Open Day
DVCR: • Centralization of Publications
Project – simplify collections process, move responsibility to the Library
• Teaching Socrates
SDVC
• PPP implementation – including sabbatical, titles, promotion, PDA
• Activity Based Costing – enterprise workload model project
• Equality Athena Swan – equity, in response to the continuing low female participation at senior academic levels
• Strategy, Planning Functional Realignment - staffing restructure to better align these activities
• Committees Review
Sustainable Futures
COO
• Financial Services Operating Model – designing a new operating model for key finance functions
• HR Operating Model - designing a new operating model for key human resource functions
• Three-Way Matching - fully automated matching of Purchase Orders, Receipts and Invoices for payment for all PeopleSoft Purchasing
• Travel Procurement – new options around travel including online booking solution